Third in the series of interviews of Transformation Leaders. This time François Fournier from Thales AVS and his portfolio approach.
This is a discussion replaying my last keynote about digital markets in Europe, why ‘digital is over’, and why Europe still has many options to leapfrog the US and (maybe) fend of China as much as possible.
Next week I’ll be starting a series of interviews of Transformation Leaders and feature them on the blog. From industry to services, from BU Director to C-Suite Exec, what are the stories of tranformation leaders? Stay tuned for the upcoming Transformation Leaders interviews published on Innovation Copilots blog.
If you are a woman and work in Tech, do not attend Women in Tech conferences to get Tech insights, go for inspiration from role models only.
Digital sucks was NEXT17 conf theme this year. Here’s my take on all keynotes and workshops I attended from where to innovate, looking to China and culture.
After trying these last years to work with a first generation iPad and a year ago with a Surface Pro, I was not impressed — to say the least. But since a few months the iPad Pro has become my main computer. What has changed?
My upcoming keynote for an undisclosed executive team will be trying to map out how businesses will be changed within the next three years by the next wave of cloud technologies.
Innovation fads are coming and going every two or three years. They express how most companies are troubled about technology acceleration and markets transformation. Fair enough. But shouldn’t you pause and actually leverage what you explored before jumping to the next trend?
Most of companies just trudge in the future of their market very passively. With a poor strategic grasp on technology they usually wake up when their customers have no reason to speak to them anymore. They all know it. So why is it still so difficult to wake them up? Why?
Running a corporate incubation program is not like operation a product pipeline. It’s an uncertain, probabilistic endeavor. Can you wrap your mind around it or do would just prefer to go through the motions blindly?
A majority of automotive industry incumbents still bet on the (very) slow maturation of self-driving vehicles. Of course they can only think about personal cars…
Leveraging emotions to get more powered innovation is like being able to harness an underestimated and sustainable source of energy. What is stopping you?
Failure when you innovate is totally acceptable. At least in books and on the internet. In real life, within your business this is a widely different story. Risk is only acceptable when you end up successful… Very successful. This usually demonstrates how poorly we manage risk…